This study ventures into understanding the manifested forms and the nature of tensions experienced by Social Enterprises and how they manage dual-goal which leads to such tensions.
Authors
Manisankar Datta, Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India.
Seema Sharma, Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India.
Shveta Singh, Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India.
Preeti Tiwari, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Summary
While significant research prevails about what causes tensions in social enterprises (SEs) leading to mission drift, we know very little about manifested forms and the nature of tensions experienced by SEs and how they manage dual-goal which leads to such tensions.
Building on paradox and institutional theory in the Asian research context from an emerging economy like India, the study applied a qualitative approach to identify the manifested forms of tensions in SEs and explore how SEs manage dual-goal to combat such tensions.
Findings reveal seven forms through which tensions get manifested and five strategical approaches opted by SEs to manage dual-goal. The study contributes to the literature on tensions and dual-goal management in SEs.
The outcomes contribute to paradox and institutional theory by deriving an improved understanding of tensions experienced by SEs and dual-goal management approaches. Finally, a framework is being developed to demonstrate approaches that can be used to address one or more experienced forms of tensions. Limitations and future research scopes are also presented.
Published In: Journal of Social Entrepreneurship
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